Dirty twelve
, 38
ambiguous authority
, 39–40
chaos and rumour
, 42
in charge
, 40
counterterrorism vs. hazards response
, 40–41
disaster mental health professionals
, 43
lack of efficient communication
, 38–39
lack of training
, 41
learning lessons
, 41
personal and community preparedness
, 42–43
poor coordination plans
, 39
social factors
, 42
un-integrated performance assessment
, 42
Disaster management
, 7
barriers
, 36
chaos theory
, 18–21
disaster and emergency management in Jordan
, 43–47
disaster preparation, proactive and reactive responses
, 23–24
disasters and emergencies affecting Jordan
, 48–54
dozen failures in planning
, 38–43
economic barriers and facilitators
, 37
emergency organizations collaboration
, 35–36
emergency planning and preparedness in hotel industry
, 24–29
emergency preparedness framework for hotels
, 15
four-phase emergency management
, 18
hazard mitigation as central planning function
, 31–32
hospitality disasters and impacts on industries
, 16–17
Hyogo disaster reduction framework
, 21–23
inclusive management in emergency planning
, 33–34
individual perception barriers and facilitators
, 38
institutional barriers and facilitators
, 37–38
models and theories
, 13
planning for ‘all hazards’
, 32–33
preparedness
, 29–31
4Rs
, 14
social barriers
, 37
Disaster risk reduction (DRR)
, 22
Disasters
, 1, 2, 4, 8–12, 19–20, 84
affecting Jordanian hotels
, 55–63, 79–80
combat plans
, 81
disaster-linked events
, 3
diverse range of
, 91
effects on hotel industry
, 55
evolution
, 7–8
impact in disaster planning
, 14
management
, 73–74, 84, 91–92
mental health professionals
, 43
planning constraints
, 84–86
planning procedures
, 82
preparation
, 23–24
preparedness model
, 24
prevention
, 87
typology
, 12–13
Double Tourist Plan (DTP)
, 35–36